ML20235D711
| ML20235D711 | |
| Person / Time | |
|---|---|
| Site: | Browns Ferry  |
| Issue date: | 05/17/1987 |
| From: | Brown W, Long J TENNESSEE VALLEY AUTHORITY |
| To: | |
| Shared Package | |
| ML082340470 | List:
|
| References | |
| 71900, 71900-V07-R05, 71900-V7-R5, NUDOCS 8902210001 | |
| Download: ML20235D711 (50) | |
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EMPLOYEE CONCERNS SPECIAL PROGRAM 1
l VOLUME 7 l
l MANAGEMENT AND PERSONNEL CATEGORY SUBCATEGORY REPORT 71900 PAY UPDATED 296 2 2.1000I TVA NUCLEAR POWER
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TVA EMPLOYEE CONCERNS RRPORT NUMBER:
71900 S?ECIAL PROGRAM REPORT TYPE: Management and Personnel Subcategory REVISION NUMBER:
5 TITLE: Pay PAGE 1 0F 22 i
REASON FOR REVISION:
Incorporation of final TAS review conunents.
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PREPARATION PRE ED BY:
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CONCURRENCES CEG-H:
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DATE APPROVED B :
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MANAGER OF NUCLEAR POWER DATE CONCURRENCE (FINAL REPORT ONLY)
SRP Secretary's signature denotes SRP concurrences are in files.
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i TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM FRONT MATTER REY: 3 PAGE i 0F vili Preface' 4
This subcategory report is one of a series of reports prepared for_the Employee Concerns Special Program (ECSP) of the Tennessee' Valley Authority.
(TVA). The ECSP and the organization which carried out the program, the Employee Concerns Task Group (ECTG), were established by TVA's Manager of Nuclear Power to evaluate and report on those Office of Nuclear Power (ONP) employee concerns filed before February 1, 1986. Concerns filed after that date are handled 'by the ongoing ONP Employee Concerns Program (ECP).
The ECSP addressed over 5800 employee concerns.' 'Esch of the concerns was a formal.. written description of a circumstance or circumstances that an employee thought was unsafe, unjust, inefficient,or inappropriate. The mission of the Employee Concerns Special' Program was.to thoroughly a
investigate all issues presented'in the concerns and to report the results of those investigations in a form accessible to ONP employees, the NRC, and the general public. The results of these investigations are communicated by four levels of ECSP reports: element, subcategory, category, and final.
Element reports, the lowest reporting level, will be. published only for
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those concerns directly affecting the restart of Sequoyah Nuclear Plant's reactor unit 2.
An element consists of one or more closely related issues. An issue is a potential problem identified by ECTG during the I
evaluation process as having been raised in one or more concerns.
For 1
efficient handling, what appeared to be similar concerns were grouped into 1
elements early in the program, but issue' definitions emerged from the j
evaluation process itself. Consequently, some elements.did include only a
one issue, but often the ECTG evaluation found more than one issue per
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- element, j
Subcategory reports summarize the evaluation of a number of elements.
However, the subcategory report does more than collect element level evaluations. The subcategory level overview of element findings leads to an integration of information that cannot take place at the element level.
This integration of information reveals the extent to which problems overlap more than one element and will therefore require corrective action for underlying causes not fully apparent at the element level.
To make the subcategory reports easier _to understand, three items have been placed at the front of each report:
a preface, a glossary of the terminology unique to ECSP. reports, and a list of acronyms.
Additionally, at the end of each subcategory report will be a Subcategory Summary Table that includes the concern numbers; identifies other-subcategories that share a concern; designates nuclear safety-related, safety significant, or non-safety related concerns; designates generic applicability; and briefly states each concern.
Either the Subcategory Summary Table or another attachment or a combination of the two will enable the reader to find the report section or sections in which the issue raised by the concern is evaluated.
0 TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM FRONT MATTER REY: 2 PAGE 11 0F. Vill The subcategories ar,e.themselves summarized in a series of eight category reports. Each category report reviews the major findings and collective significance of the subcategory reports in one.of the following areas:
management and personnel relations.
1 industrial safety construction material control J
operations I
quality assurance / quality control i
welding engineering-A separate report on employee concerns dealing with specific contentions of intimidation, harassment, and wrongdoing will be released by the TVA Office of the Inspector General.
Just as the subcategory reports integrate the information collected at the element level, the category reports integrate the information assembled in all the subcategory reports within the category, addressing particularly the underlying causes of those problems that run across more than one subcategory.
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l A final report will integrate and assess the.information collected by all of the lower level reports prepared for the ECSP, including the Inspector General's report.
For more detail on the methods by which ECTG employee concerns were evaluated and reported, consult the Tennessee Valley Authority Employee Concerns Task Group Program Manual. The Manual spells out the program's objectives, scope, organization, and responsibilities.
It also specifies the procedures that were followed in the investigation, reporting, and closeout of the issues raised by employee concerns..
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i TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM FRONT MATTER REY:
2 PAGE ill 0F vili ECSP GLOSSARY OF REPORT TERMS
- classification of evaluated issues the evaluation of an issue leads to one of the following determinations:
Class A: Issue cannot be verified as factual Class B: Issue is factually accurate, but what is described is not a problem (i.e., not a condition requiring corrective action)
Class C:
Issue is factual and identifies a problem, but corrective action for the problem was initiated before the evaluation of the issue 3
was undertaken Class D:
Issue is factual and presents a problem for which corrective action has been, or is being, taken as a result of an evaluation Class E: A problem, requiring corrective action, which was not identified by an employee concern, but was revealed during the ECTG evaluation of an issue raised by an employee concern.
collective significance an analysis which determines the importance and consequences of the findings in a particular ECSP report by putting those findings in the proper perspective.
concern (see " employee concern")
corrective action steps taken to fix specific deficiencies or discrepancies revealed by a negative finding and, when necessary, to correct causes in order to prevent recurrence.
criterion.' plural:
criteria) a basis for defining a performance, behavior, or quality which ONP imposes on itself (see also " requirement").
element or element report an optional level of ECSP report, below the subcategory level, that deals with one or more issues.
employee concern a formal, written description of a circumstance or circumstances that an employee thinks unsafe, unjust, inefficient or inappropriate; usually documented on a K-form or a form equivalent to the K-form.
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TVA KMPLOYEE CONCERNS REPORT NUNBER: 71900 SPECIAL PROGRAM FRONT MATTER REY:
2 PAGE 17 0F vili evaluator (s) the individual (s) assigned the responsibility to assess a specific grouping of employee concerns.
findings includes both statements of fact and the judgments made about those j
facts during the evaluation process; negative findings require corrective i
action.
issue a potential problem, as interpreted by the ECTG during the evaluation i
process, raised in one or more concerns.
i K-form (see " employee concern")
requirement a standard of performance, behavior, or quality on which an evaluation judgment or decision may be based.
I root cause the underlying reason for a problem.
- Terms essential to the program but which require detailed definition have been defined in the ECTG Procedure Manual (e.g., generic, specific, nuclear safety-related, unreviewed safety-significant question).
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x TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM FRONT MATTER REY: 2 PAGE v 0F vill Acronyms AI Administrative Instruction AISC American Institute of Steel Construction J
ALARA As Low As Reasonably Achievable ANS American Nuclear Society ANSI American National Standards Institute.
ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials AWS American Welding Society BFN Browns Ferry Nuclear Plant BLN Bellefonte Nuclear Plant CAQ Condition Adverse to Quality CAR Corrective Action Report CATD Corrective Action Tracking Document l
CCTS Corporate Commitment Tracking System j
CEG-H Category Evaluation Group Head CFR Code of Federal Regulations CI Concerned Individual CMTR Certified Material Test Report i
COC Certificate of Conformance/ Compliance DCR Design Change Request DNC Division of Nuclear Construction (see also NU CON)
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TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM FRONT MATTER REY: 2 PAGE vi 0F viii l
DNE Division of Nuclear Engineering DNQA Division of Nuclear Quality Assurance DNT Division of Nuclear Training DOE Department of Energy DP0 Division Personnel Officer l
DR Discrepancy Report or Deviation Report l
ECN Engineering Change Notice ECP Employee Concerns Program ECP-SR Employee Concerns Program-Site Representative ECSP Employee Concerns Special Program i
i ECTG Employee Concerns Task Group EEOC Equal Employment Opportunity Commission EQ Environmental Qualification EMRT Emergency Medical Response Team l
EN DES Engineering Design ERT Employee Response Team or Emergency Response Team FCR Fleid Change Request j
FSAR Final Safety Analysis Report FY Fiscal Year GET General Employee Training HCI Hazard Control Instruction
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HVAC Heating, Ventilating, Air Conditioning i
II Installation Instruction i
INPO Institute of Nuclear Power Operations IRN Inspection Rejection Notice I
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v-1 TVA EMPLOYEG CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM FRONT MATTER REY: 2 PAGE vii 0F vili i
L/R Labor Relations Staff l
l M&AI Modifications and Additions Instruction
'1 MI Maintenance Instruction j
MSPB Merit Syst6ms Protection Board j
MT Magnetic Particle Testing NCR Nonconforming Condition Report
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f NDE Nondestructive Examination i
NPP Nuclear Performance Plan
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NPS Non-plant Specific or Nuclear Procedures System j
NQAM Nuclear Quality Assurance Manual
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l NRC Nuclear Regulatory Commission NSB Nuclear Services Branch i
NSRS Nuclear Safety Review Staff 1
NU CON Division of Nuclear Construction (obsolete abbreviation, see DNC)
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NUKARC Nuclear Utility Management and Resources Committee OSHA Occupational Safety and Health Administration (or Act) 1 ONP Office of Nuclear Power l
OWCP Office of Workers Compensation Program PHR Personal History Record PT Liquid Penetrant Testing QA Quality Assurance QAP Quality Assurance Procedures QC Quality Control QCI Quality Control Instruction u-_____.
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TVA EMPLOTEE CONCERNS
. REPORT NUMBER:- 71900-SPECIAL PROGRAM
-FRONT MATTER REY:
2 PAGE viii 0F vill QCP Quality Control Procedure QTC Quality Technology Company
-RIF Reduction in Force RT Radiographic Testing i
SQN' Sequoyah Nuclear Plant SI Surveillance Instruction SOP Standard Operating Procedure i
SRP Senior Review Panel SWEC Stone and Webster Engineering Corporation TAS Technical Assistance Staff T&L Trades and Labor TVA Tennessee Valley Authority l
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l TVTLC Tennessee Valley Trades and Labor Council I
i UT Ultrasonic Testing VT Visual Testing WBECSP Watts Bar Employee Concern Special Program WBN Watts Bar Nuclear Plant l
WR Work Request or Work Rules WP Workplans I
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v PAY Subcategory Report 71900 l
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Executive Summary This subcategory included 66 employee concerns which raised nine issues. The l
general areas of concern were the Salary Policy Merit Pay Plan, TVA salary comparability, the Managemont Pay Plan, and pay and distribution policies.
No evidence was found of favoritism or other irregularities in the merit pay award selection process. However, administration of the merit pay plan needs improvement. Merit awards are not being properly documented and service reviews lack performance ratings and comments ciegely supporting merit pay awards. Watts Bar Nuclear Site (Operations) and Browns Ferry Nuclear Plant (Operations) do not have an informal complaint process for their merit pay plan. Such a complaint process is required by the TVA Instruction on Pay -
Salary Policy Represented Employees.
l Pay issues account for less than one percent of the total number of concerns l
being dealt with by the Employee Concerns Special Program.
Few people ever feel they are paid enough, but low pay is not a burning issue at TVA.
However, management's handling of merit pay does constitute a problem:
employees do not perceive management as applying consistent, objective I
standards in awarding merit pay. The questionable state'of merit award documentation tends to lend credence to that perception.
Personnel officers at Watts Bar and Browns Ferry were unaware of the requirement to establish an informal complaint process for the Salary Policy Merit Plan. This deficiency, as well as the absence of clearly defined selection criteria and supporting documentation for merit awards, can be attributed to inadequate managerial training and insufficient highte level oversight.
All Division of Nuclear Construction managers and supervisors are now required to complete a 40-hour General Supervisory Training course which includes j
j training on how to communicate performance standards, appraise performance, give feedback, and document performance.
The Nuclear Personnel Staff will conduct an annual survey of merit award documentation. The survey results will be reviewed by the Manager of Nuclear Power,_who will require corrective action for any documentation deficiencies. Nuclear Personnel will issue an interim instruction to Watts Bar and Browns Ferry requiring those sites to establish an informal complaint procedure. The instruction will be incorporated into a formal Nuclear Personnel Standard.
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TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 2 0F 22 l
1.0 CHARACTERIZATION OF ISSUES i
1.1 Introduction This subcategory report addresses ten issues raised by 66 employee concerns about pay. Most of the concerns were generated at Watts a
Bar Nuclear Plant (WBN) but the issues raised have generic applicability.
1.2 Description of Issues The issues have been grouped into four elements:
Salary Polley Merit Pay Plan TVA Salary Comparability Management Pay Plan Pay and Distribution Policies 1.2.1 Salary Policy Merit Plan Issue 71901 - Favoritism in Merit Pay Awards This issue is based on the arguments that the same employees receive the merit awards each year, and the awards are not going to the most deserving.
Issue 71902 - Merit Plan Funding The issue is whether a fixed budget can allow an effective merit pay plan and whether the plan is adequately funded.
Issue 71903 - Merit Award Criteria Are Unclear The concerned individual (CI) claimed that inadequate, unjust, and inconsistent criteria are utilized in the merit pay program and there are no written guidelines available to employees.
Issue 71904 - Merit Awards Are Not Grievable The CI expressed disagreement with the policy that management decisions on meritorious performance are not subject to challenge through the grievance adjustment procedure.
TVA RMPLOYEE CONCERNS REPORT NUMBER: 71900
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SPECIAL PROGRAM RRVISION NUMBER: 5 PAGE 3 0F 22 1.2.2 TVA Salary Comparability Issue 71905 - TVA Salaries Are Not Comparable To Outside Salaries The CIs contend that TVA employees' salaries are not comparable to salaries paid employees'with similar responsibilities outside of TVA.
1.2.3 Management Pay Plan Issue 71906 - Management Salaries and Bonuses Unjustified The CIs contend that managers receive undeserved bonuses or raises for either completing tasks on time or reducing corrective action documents and question whether TVA managers deserve any pay increases at all.
1.2.4 Pay and Distribution Policies Issue 71907 - Difficulty Getting Check Early The CIs contend they should be allowed to get their checks early for such reasons as taking vacations on Friday, family emergencies, or illness.
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Issue 71908 - Payroll Information is Improperly Released The CI contends that unauthorized personnel can call the payroll department and get information regarding payroll amounts.
Issue 71909 - Final Compensation Should Be Paid On Last Workday The CIs contend that TVA should have checks, with all due amounts included, ready for laid off employees on their last day of work.
1.2.5 Miscellaneous Concerns Issue 71910 - Concerns With Insufficient Information to Evaluate Ihe concerns listed below contained insufficient information to permit investigation or evaluation:
v TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM I
REVISION NUMBER:
5 PAGE 4 0F 22 EI-85-017-001 IN-86-267-005 EX-85-079-001 SQM-86-004-015 EX-85-080-002 SQM-86-007-001 EI-85-193-002 WBP-85-005-005 IN-85-531-001 WBP-86-013-001 1
IN-85-785-007 WBP-86-013-006 IN-85-972-001 II-85-076-001 IN-86-051-001 XX-85-076-002
.To locate the issue in which a particular concern is evaluated, consult i
the following attachments:
Attachment A. Subcategory Summary Table Attachment B. List of Concerns by Element / Issue.
l All Management and Personnel Category concerns having a technical component (including all concerns designated Nuclear Safety-related) are shared with the appropriate technical category for investigation and resolution of that technical component. Report (s) sharing a concern with j
this report are identified in the entry for that concern on Attachment A.
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2.0
SUMMARY
2.1 Summary of Issues The issues in this subcategory relate to fairness of the Salary f
Policy Merit Pay Plan, comparability of TVA employees' salaries with l
those of other employees outside of TVA with similar responsibilities, fairness of pay procedures and pay check distribution, and fairness of management bonuses or raises for top l
managers.
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TVA EMPLOYEE CONCCRNS REPORT NUMBER: ~71900 SPECIAL PROGRAN REVISION NUMBER:
5' PAGE S OF 22 I
2.2 Summary of Evaluation Process The evaluator has reviewed all-the information available on the concerns in this subcategory. The information pertinent to the evaluation of the issues has been considered and incorporated in this report.
A systematic evaluation process was followed beginning with the review of each individual concern (K-form)'and of reference l
documents to identify the requirements and criteria that govern the issues. Interviews were conducted, files reviewed.'and a survey of merit awards was reviewed. The issues were evaluated.against the
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identified requirements and criteria.. A collective significance
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analysis was done on the findings. Causes were arrived at for j
negative findings. Corrective actions for negative findings were initiated or determined to have been previously initiated.
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2.3 Summary of Findinas TVA's Salary Policy Merit Pay Plan has an established budget, a standard practice for the industrial community to which TVA belongs.
The administration of the merit pay plan needs to be' improved.
Merit Awards are not being properly documented and service reviews lacked performance ratings and comments clearly supporting meritorious performance pay awards.
Watts Bar Nuclear Site (Operations) and Browns Ferry Nuclear Plant (Operations) do not have an informal complaint process for their Salary Policy Merit Pay Plan, as required by the TVA Instruction on Pay - Salary Policy Represented Employees.
Methods used in TVA's salary survey process are consistent with industry practices: the amount of data gathered by TVA is much more extensive than that gathered in similar surveys examined for comparison as a part of this evaluation.
TVA's solary survey process does adequately measure the market for the jobs it surveys.
TVA's pay estes for most occupations are in line with those of employers in the industrial community., Pay scales for Health Physics Technician and Radiological Chemists. Laboratory Analyst were below industry average in the recent past..but are now comparable (when fringe benefits are considered) to the industry average.
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TVA EMPLOYEE CONCERNS REPOR7 NUMBER: 71900 SPECIAL PROGRAM REVIS10N'MUMBER:
5 PAGE 6 0F 22 2.4 Summary of Collective Significance Few people ever feel they are paid enough, but low pay is not a burning issue among ONP employees. However, the issues raised in.this subcategory, and the subcategory evaluation, indicate that employees as a whole do not understand TVA's pay policy.
2.5 Summary of Causes The apparent cause of the finding on the informal complaint process for the Salary Policy Merit Pay Plan was that Personnel 1
Officers were not aware of the requirements governing that process, even though those requirements are outlined in TVA Instruction: Pay - Salary Policy Represented Employees, j
The cause of the Health Physics. Technicians and Radiological Chemical Laboratory Analysts being paid below-industry average la that one job does not dictate the entire schedule rate.
2.6 Summary of Corrective Action Watts Bar (Operations) and Browns Ferry (Operations) are going to issue an instruction implementing an informal complaint process for their Salary Policy Merit Pay Plan.
An annual survey'will be conducted by Nuclear Personnel of.the supporting documentation for merit award recipients in each division and site.
The results of the survey will be forwarded to the Manager of Nuclear Power who will assess the results and require corrective action where necessary to ensure adequate merit award documentation.
3.0 EVALUATION PROCESS 3.1 General Methodology The evaluation of this subcategory was conducted according to the Evaluation Plan for the Employee Concerns-Task Group and the Evaluation Plan for the Management and Personnel Group. The concern case files were reviewed. Source documents were researched and interviews conducted in order to identify the requirements and criteria which applied to the issues. raised by the concerns. The.
1 issues were evaluated against the identified requirements and criteria to determine findings. A collective significance analysis was conducted; causes were indicated for negative findings; and corrective action for the negative findings was initiated or determined to have already been initiated.
.4 TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM
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REVISION NUMBER:: 5 I
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3.2 SDecific Methodology i
The following documents were reviewed to identify the: requirements j
and criteria by which to evaluate the issues in this subcategory:.
Articles of Agreement, General Agreement (Construction Employment),
i General Agreement (Annual Operating and Maintenance Employees),'TVA Code III PAY (Salary Policy) TVA. Code III PAY (Trades and Labor),
l Red Circled Employee's Transition Plan, Personnel Manual Instruction-Pay (Salary Policy-Represented Employees), Division of Nuclear Construction-Revised Merit Pay Plan for Represented Salary Policy Employees, TVA Hanagement Pay Plan,: TVA Instruction III '
SERVICE REPORT (TVA Form 3031), and American Society for Personnel Administrator's Handbook of' Personnel and Industrial Relations and Compensation Administration.
Four QTC individual response reports and their field. files were consulted. The four reports contained only the K-form. The l
comments in the fleid files are consistent with the findings in section 4.0 of this report.
I Thirteen interviews were conducted in the evaluation of this-l subcategory.
Eight of the thirteen interviews were on the subject of merit pay. These interviews were conducted with the Chief, j
Research and Analysis. Branch, Division of Personnel; the Division Personnel Officer for the Division of Nuclear Construction; a Personnel Officer for the Watts Bar Nuclear Site (WBN); a Personnel Officer for the Sequoyah Nuclear Plant Site (SQN); a Personnel Staff Officer in the Research and Analysis Branch; and a line manager for Nuclear Operations at WBN.
One interview was conductad on the salary survey process with the Supervisor, Negotiations Support Staff of the Labor Relations Staff. One interview was conducted on management pay with a l
Personnel Staff Officer in the Classification and Compensation j
Branch in the Division of Personnel. Three interviews were conducted for the pay procedures, for check distribution, and for one of the miscellaneous items. These were with a Labor Relations Officer on the Labor Relations Staff, a WBN Construction Management Assistant, and a Personnel Staff Officer for the Division of Nuclear Construction at the Watts Bar site.
l 4.0 FINDINGS l
4.1 Salary Policy Merit Pay Plan
Background
Salary policy employees are those non-management personnel who ire-paid a salary rather than an hourly wage. IVA has had a merit gay plan for its salary polley employees since 1981. The intent of this plan is to reward employees for meritorious performance.
TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 8 0F 22 Prior to that time, salary increases were based entirely on length of satisfactory service. The seven TVA pay schedules for salary policy employees are divided into eight rates within each pay grade.
Advancement through the first four rates depends strictly upon length of credicable (i.e., satisfactory) service. Advancement above rate 4 is based on merit.
Each rate above rate 4 is subdivided into eight increments for merit pay awards.
The amount of a merit award may be'1, 2, 3. or 4 increments, the equivalent in lump sum payment, or a combination of these. Lump sum payments are made when an employee is already at the top of Step 8,.
or when the number of increments recommended would place him over Step 8, or the employee is on a retained (frozen) rate..The exact number of increments awarded to the meritorious performer is left to the judgment'of the nominating and approving managers. These judgments are based on how well employees do their jobs. The farther above the satisfactory level the employee's performance is, the greater should be the increments awarded.
Employees become eligible for a merit award after required periods of creditable service (26 pay periods for schedules SA, SB, SC, SD, and SE) as outlined in S-4: L-1 of the Articles of Agreement. Once employees become eligible for a merit award, they remain eligible until they receive a merit award or receive a promotion or other status change that requires a new accumulation of creditable service.
The TVA merit budget is established by the General Manager who then allocates it to Offices and Office-level organizations (e.g., Office of Nuclear Power). The Office Managers then allocate the budget for their divisions and sites. Division and Site Directors in turn allocate the budget for branches and project staffs. All managers allocated a budget have the responsibility to see that their merit award totals do not exceed the dollar amount of their budgets.
Offices and divisions are expected to monitor and review merit budgets on a regular basis and make necessary adjustments.
The TVA Merit Plan calls for semiannual managerial planning reviews. Semiannually, managers are to review the performance of the eligible employees under their supervision and determine nominees for merit awards. If the employee is immediately eligible, the employee is then nominated for the merit award.
If the selected employee is not immediately eligible, then the employee is nominated when he/she becomes eligible.
(An' employee becomes eligible after serving 26 pay periods of creditable service at one rate.)
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TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM REVISION NUNBER:
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Every merit award has to be thoroughly justified by documentation that clearly shows the employee's performance is above the standards expected at the.eurrent in-grade rate. This documentation also justifies the number of increments that are awarded. The minimum acceptable documentation is the most recently completed Employee Service Report, TVA Form 3031. A:
"recent" service report is one that has been issued within the interval _ required by the employee's organization subject to the 12 month maximum interval specified at S-12 of the Articles of Agreement. Organizations may require additional justification.
Nominations for merit awards are to be reviewed and approved by the Manager who has approval authority for the budget in each organization (e.g., Branch Chief. Staff Chief).
4.1.1 Issue 71901 - Favoritism in Merit Pay Awards Discussion This issue is based on the arguments that the same employees receive the merit awards each year, and that the awards are not going to the most deserving.
Theoretically, there would not be anything wrong with the 4
same employee receiving a merit award each year if he/she j
is continuously performing meritoriously. A sample of 113 i
merit awards at WBN for 1983-84 were reviewed and compared to the 1984-85 Merit Award list, and 37 of the 113 were given merit awards both years. This did not appear to be a result beyond normal expectation.
3 This evaluator could not find a way to determine whether j
merit awards go to the most deserving employees. What was 1
examined was whether the awards are being properly l
documented. The Research and Analysis Branch of the l
Division of Personnel reviewed a sample of merit awards at WBN. As a whole, TVA managers do a poor job of documenting -
merit awards, but WBN (Operations) merit awards are even i
loss well documented. However, the Division of Nuclear Construction (DNC) awards at WBN are better documented than.
the TVA average.
1 In the last TVA-wide merit award review, 53 percent lacked j
adequate documentation. Of a sample of 18 WBN permanent i
plant merit awards, 83 percent (15) lacked adequate
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documentation. Of the 15, 4 of the employees' files lacked a recent Form 3031 while the other 11 employees' service l
reviews lacked ratings and comments clearly documenting meritorious performance.
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TVA EMPLOYEE CONCERNS REPORT NUMBER: 71900 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 10 0F 22 Out of the sample 20 merit awards from DNC at Watts Bar, nine (45 percent) lacked adequate documentation. This is
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better than the TVA-wide figure of 53 percent but needs improvement. Of those nine, one~ employee did not have a recent 3031 on file and the other eight employees lacked ratings or comments on their 3031s that would clearly prove meritorious performance.
Conclusion The issue of favoritism'in merit awards can not be verified as factual. A comparison of lists of employees granted
. awards for two recent years did not support the contention that the same employees receive the' merit awards.each year.
However, 53 percent of all TVA Merit Awards lack adequate documentation. By itself this statistic does not prove that the most deserving do not receive merit awards, but it does reveal a problem--TVA is not following its guidelines for administering its Merit Plan. Merit awards will always depend to some extent on judgment. Nevertheless the lack of documentati,on puts management in a difficult position.
Charges of " office politics" in the distribution of merit awards are hard to judge without objective evidence by which to justify award decisions.
4.1.2 Issue 71902 - Merit Plan Funding Discussion The second issue in this element addresses the funding of the Merit Pay Plan from two angles:
can a merit pay plan j
with a fixed budget be an effective merit plan, and is TVA's Merit Pay Plan adequately funded. TVA's merit pay plan with a fixed budget is consistent with standard industry practice. Employee costs must be planned and managed just as other costs.
Whether TVA adequately funds its Merit Plan is very difficult to determine. Since the Merit Plan was started in 1981. TVA has had a merit budget that was equal to 26-30 percent of the-i amount of dollars that it would take to give all eligible i
employees a full increase (that is, the maximum number-of increments allowed). This means that 3 out of 10 eligible employees could receive a full increase or a higher number of the 10 employees could be awarded a merit with.a smaller increase.
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r, TVA EMPLOYEE CONCERNS-REPORI NUMBER: 71900 l
SPECIAL PROGRAM REVISION NUMBER:
5 PAGE 11 0F 22 How much merit pay is enough? If one were to judge solely by merit budget expenditures, one might conclude that the budget is not a problem since TVA managers have expended only about 95 percent of the allotted budget in the years since the Merit Plan was started in 1081.
In' addition, if a salary policy. employee's only possib4e annual increase was a merit award as is prevalent'in some " pay for performance" plans in industry, then the current. level of funding would be questionable. However..this merit plan only. covers steps 4 through 8 on each grade. Advances on steps 1 through 4 are based on time and satisfactory service. Also, each year TVA and the Salary Policy Employee Panel. negotiate a general salary increase for each schedule and grade based on survey data.
However, TVA Salary Policy employees, through their bargaining representatives on the Salary Policy Employee Panel, have expressed the belief that TVA is definitely not allocating enough money to the merit fund.
Conclusion This issue could not be verified as factually accurate.
While it is true that the merit plan has a fixed budget, neither the fixed budget nor the level of funding constitutes a problem requiring corrective action.
4.1.3 Issue 71903 - Merit award Criteria Are Unclear Discussion The CIs contend that the criteria.by which recipients of merit awards are determined are not clearly defined.
The evaluation revealed that, other than defining meritorious
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performance as performance by an employee that clearly exceeds i
job expectations, there are no criteria or requirements stated
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in TVA's Salary Policy Merit Pay Plan. For most jobs in TVA, concrete, inflorible requirements would be difficult to establish.
The qualities of an effective merit pay plan are spelled out in the American Society for Personnel Administrator's Handbook of Personnel and Industrial Relations as outlined below:
1 1
n/
TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAN REVISION NUMBER:
5 PAGE 12 0F 22 A true pay for performance plan requires that the following conditions exist:
(1) employees must believe that good performance will lead to higher pay, (2) employees must want higher pay, (3) employees must believe that efforts on their part will lead to good performance ratings (4) employees
.3' must not feel that good performance will hurt them, and (5) employees must see that other rewards:beside money result from good performance. The first condition is the most basic and the most difficult to obtain. Obviously, it l
requires that pay be actually tied to performance and that j
the better performers actually ge't higher pay. The first j
and the third conditions also require that employees (1) know what good performance consists of (2) be able to influence performance by what they do, and (3) accept the performance measures as valid.
Exit interview information obtained from all levels of employees leaving TVA indicates that employees do not know what performance on the job is expected of them. The information further indicates that supervisors are not j
providing periodic feedback to their employees on how they are j
performing. These results imply that employees are unaware of the supervisors' standards of acceptable performance or meritorious performance.
There is supposed to be a very close tie between the Service Review System and the merit pay awards. As outlined in the I
merit pay plan, the Service Review, TVA form 3031 is the l
primary indicator / justification of meritorious performance.
l The TVA Instruction on Service Reports states that "The l
day-to-day supervision of an employee requires that the supervisor keep the employee informed of expected performance and the extent to which he/she is performing as expected."
Exit interview data suggests that supervisors need to be more diligent in carrying out this responsibility.
Conclusion The issue is factually accurate and identifies a problem for which corrective action was initiated prior to this evaluation.
4.1.4 Issue 71904 - Merit Awards Are Not Grievable Discussion The fourth issue in this element involves disagreement with the policy that management decisions on meritorious performance are not subject to challenge through the grievance adjustment procedure.
TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAN REVISION NUMBER:
5 PAGE 13 0F 22 This policy was negotiated by TVA and the Salary Policy Employee's Panel and is outlined in S-4:L of the Articles of Aareement. However,~the TVA Instruction-on Pay-Salary Policy Represented Employees, states that "esch operating organization _(office, divisions) shall establish and maintain an informal complaint procedure for handling employee dissatisfaction about not being nominated for a merit. award or about his/her nomination being rejected."
As outlined in the Division of Nuclear Construction's (DNC)
Merit Pay Plan, DNC has an informal complaint procedure in place for their employees at all sites. The personnel officers for the Sequoyah Nuclear Plant'(Operations) and.
Nuclear Engineering indicated that they also have an informal complaint procedure for their employees.. However, the personnel officers for WBN (Operations) and BFN (Operations)-
j each indicated that they did not have an informal complaint procedure in place for their employees.
Conclusion This issue is factual and identifies a problem requiring corrective action.
TVA and the Salary Policy Employee Panel agreed through negotiations that merit awards not be subject to challenge through the grievance adjustment procedure. However TVA did recognize the importance of the employee having an avenue to question management as to why they did not receive a merit award. This is why TVA established the informal complaint procedure and this procedure needs-to be implemented in all organizations.
4.2 TVA Salary Comparability Issue 71905 - TVA Salaries Are Not Comparable To Outside Salaries Backaround j
Since the concerns raising this issue were from salary policy employees, only the salary policy survey was reviewed. TVA approaches the task of paying for work by conducting the Salary Policy Salary Survey of key classes of work found in industry throughout the Tennessee Valley region. Key classes are those titles and grades covering a preponderance of TVA employees, are representative of the functional categories / schedules of work'within the agency, and are jobs commonly found in the Tennessee Valley region. A survey of all jobs is impractical because of the high cost associated with this approach.
For example.. on the SC schedule, only chemical, electrical, civil, mechanical, and instrument engineers, and programmer analysts are surveyed.
.-_-___-_-_A
TVA EMPLOYEE CONCERNS REPORT NUMBER: 71900 SPECIAL PROGRAM q
REVISION NUMBER:
5 PAGE 14 0F 22 The Negotiations Support Staff of the Labor Relations Staff conducts the survey for salary levels effective on July 1 to determine the minimum, maximum, and average rates for each grade within each schedule. The scaff collects the data,' analyzes it, and makes recommendations on salaries to the Labor Relations Advisory Committee, which includes office managers appointed by the General
]
Manager. This committee determines the position TVA will take on pay estes.
Both TVA and the Salary Policy Employee Panel use the survey data as the base for their negotiations. TVA administers pay through one of seven salary schedules (SA, SB, SC, SD, SE, SF, and SG) that collectively include all of the non-management salary policy work in the agency. Unsurveyed work, therefore, receives the same pay distribution as the surveyed work within the same functional category.
In interpreting the survey data. TVA compares the combination of i
salaries and benefits for TVA to the surveyed companies. It is the TVA policy, au stated in the Articles of Aareement (the' labor agreement between TVA and the Salary Policy Employee Panel), to fix pay rates "on the basis of prevailing rates including evaluations of total fringe benefit levels." Based on this* policy, TVA's total compensation should be near the middle of the data. Therefore, because TVA leave and pension program benefits are superior to those in most organizations, salary rates are generally held lower than the middle range.
This middle ground in total compensation is in essence a compromise position that assures that TVA does not intend to pay rates that are too low and assures the rate payers, taxpayers, and Congress that TVA does not intend to pay rates that are too high..The prevailing criteria were mandated by Congress in Section 3 of the TVA Act for Laborers and Mechanics. TVA Board policy has extended it to Salary Policy employees.
TVA has been utilizing the present survey process since 1981. The survey process was revised as a result of questions and criticisms by outside parties including Senate committees and other employers in 1
the area. After 1981 the survey was designed to more accurately reflect the salaries paid to people doing work similar to'that of TVA employees. There are some jobs in TVA that are found almost exclusively at nuclear plants; however, most jobs in TVA are also found in other industries. Some jobs, such as clerical and i
accounting, are found in almost all industries. The revised survey I
was designed to collect salary information from the industries and geographic areas where similar work is performed.
l l
a
^
TVA EMPLOYEE CONCERNS REPORT NUMBER: 71900
-l SPECIAL PROGRAM REVISION NUMBER: 5 PAGE IS OF 22 For example, in the 1986 survey, four utilities and five architectural / engineering firms were surveyed to gather salary data for similar work being performed at TVA. Although the survey methods I
are consistent with industry practices, the amount of data gatherod 1
by TVA is much more extensive than the amount gathered in most other surveys.
y i
Attachment C, which is a survey extract, indicates that TVA's salary P
survey process is meeting its objective of keeping TVA's salaries l
competitive.
l Discussion For jobs that are strongly affected by supply and demand pressures, r
the survey has difficulty in-keeping up with industry trends because one job cannot dictate the salary setting process for the entire schedule. Two past examples of this dilemma are Health Physics Technicians and Radiological Chemist Laboratory Analyst positions.
For the last few years, these jobs were commanding higher rates of pay in the private sector than TVA was paying for them in the past.
Turnover figures in these classifications for 1983 and 1984 were high, but the turnover rate declined in 1985.
Health Physics Technician Total Employees Employees Who Resigned j
1383 142 30
{
l 1984 197 42
]
l 1985 133 14
?
Radioloalcal Chemist Laboratory Analyst i
1983 115 14 l
1984 114 24 1
1985 75 4
1 1
l
ETA EMPLOYEE CONCERNS' REPORT NUMBER: 71900 SPECIAL PROGRAM REVISION NUNBER: -5 LPAGE 16 OF 22 The decline in turnover can be' attributed to a decrease in the
'f demand for Health Physics Technicians coupled with TVA salaries l
catching up with private industry. The 1986' salary survey indicates that TVA's rate for. Health Physics' Technicians.is now-competitive I
with the rate paid by other. utilities (see Attachment D).
Although.
there are no specific data on Radiological Chemist Laboratory Analysts in this survey, traditionally, the survey data has been f
very similar for the two jobs.
j In 1986, TVA also changed the starting rate for both of these jobs.
to step 6 in an effort to assist in recruiting efforts. The
/
salaries of current employees in these jobs were then adjusted'to l
reflect the increased starting rate.
Close attention needs to be-paid to situations like this so TVA will remain compet'- ive, especially in the nuclear industry. 'One way to ensure this woi d be to increase the number of utilities / power-companies that are currently being surveyed.
a On the other hand, as a result of the 1981 survey, some salary-
. l policy pay grades were found to be out-of line with TVA's policy of paying prevailing wage rates. On pay grades where a new lower rate range was implemented.in 1981, incumbent employee's. salaries were frozen. These employees did receive a token three percent raise in 1981-82 and 1982-83. In 1983, a transition plan was implemented which provided' employees whose rates were frozen.with an increase in their base rate each time their pay grade / salaries were increased.
~
Of those initially on a retained rate, 427 employees are still on a i
retained rate and no employees, as some'of the concerns indicated,
]
had their salaries frozen for three years due to the revised salary
.j survey.
It is possible, as some of the concerns indicated, that some TVA employees on retained rates have received less than a'3 percent increase over the last two years. These should, however, be very few due to the increases granted through within-grade advancement, either by satisfactory service or merit, and due to the negotiated increase.
Employees who were r.ot on a frozen rate received no less than 3.77 percent in 1985, which was more than the inflation rate as measured by the Consumer Price Index.
Conclusion Although, TVA's pay rates for Health Physics Technicians and Radiological Chemist Laboratory Analysts were below industry average.
In the past, they are more comparable now. The survey process is designed to measure the market from which TVA recruits its employees. This survey process is consistent with industry practice.
4 TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAM 4
RRVISION NUMBER:
5 PAGE 17 0F 22 The change in the survey process after 1981 ensures that TVA's pay rates are in line with the other employers in the vicinity.
Therefore, this issue points to a specific and not overall problem that existed in the past but was corrected by the time of this evaluation.
i 4.3 Management Pay Plan Issue 71906 - Management Salaries and Bonuses Unjustified Discussion This issue has three aspects. The first is the contention that management receives a bonus if work is done on time. There were at the time when these concerns were expressed no provisions in TVA's Management Pay Plan for the awarding of bonuses for completion of specific tasks or any other reason.
Under the Management Appraisal System (MAS), each manager's performance was reviewed once a year against objectives which were set at.the beginning of the review cycle. This annual performance evaluation was used to determine the-amount of pay for performance increase for the entire year. This was the only time during the year their salary was adjusted beca.use of performance.
Note: Effective September 29, 1986, TVA established the Pay for Performance Plan for managers. The plan still calls for 1
manager performance to be evaluated once a year followed by a salary adjustment based on performance. However, there is a provision for the allocation of a performance award / lump sum payment. Only those that were approved as superior or exceptional performers by their Division Director will be eligible for the award. There are limitations on the amount of the award as outlined in the Pay for Performance Plan.
However, the pay for performance increases and awards are based on the entire year's performances and not on the completion of a specific task.
The second aspect is the contention that managers have, in their Management Appraisal System, goals statements concerning the reduction of corrective action documents (e.g., audit findings, nonconformance reports..) as a measure of performance. Interviews with the Personnel Officers for DNC and Watts Bar Site (Operations) indicate that these types of statements are not part of their Manager Management Appraisal System objectives. Review of managers' previous years appraisal forms in both organizations indicate the same.
The third aspect of this issue is a desire to know why TVA top managers.are being considered for pay raises. The employee felt that sines TVA managers have already proven themselves incompetent, they would not become better managers just because they are paid more.
TVA EMPLOYEE CONC 9RNS REPORZ NUMBER:
71900 SPECIAL PROGRAM REVISION NUMBER:
5 PAGE 18 0F 22 Interviews with representatives of the Classification and Compensation Branch in the Division of Personnel indicated that compensation for executive positions in TVA is not comparable with compensation for most similar positions in private industry. The problem of low executive salaries mandated by the Federal pay cap has hampered and still hampers TVA's efforts to attract and retain upper management talent, especially in the nuclear program. TVA recognizes this as a problem and is addressing it with such ideas as the Nuclear Senior Management Service Plan, which is an attempt to compensate key senior managers with salary ranges at levels comparable to other utilities.
There is no plan to raise all managers' salaries. Establishing compensation packages that are comparable to similar positions in private industry will assist TVA in attracting highly qualified managers. Greater ONP efforts to hold managers accountable for performance of their responsibilities is coupled with the higher compensation packages.
Conclusion This issue is not factually accurate. TVA managers did not receive
- bonuses and do not have goals to reduce corrective action documents. Not all TVA top managers are being considered for a pay raise, although key executive positions are underpaid and TVA is considering ways to correct that problem.
4.4 Pay and Distribution Policies 4.4.1 Issue 71907 - Difficult to Get Checks Early Several concerned individuals contend that employees should be allowed to receive their checks early. The reasons they cited included taking Friday as an approved vacation day, family emergencies, and illnesses.
Most of the concerns expressed a desire by employees to receive their checks prior to the normal Friday payday; others were in reference to the policy of releasing checks only during the designated 15-minute period at the end of the shift.
Discussion The TVA General Agreement provides that employees are paid on each Friday. TVA's pay policies dictate that employees cannot receive checks before the date that is shown on the check simply because the pay check is not valid and cannot be cashed before that issue date.
~<
TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAN RETISION NUMBER: 5 PAGE 19 0F 22 1
1 TVA policy does permit employees to'get their checks early on payday. During the time of these concerns, WBN DNC had a.
policy that made it rather difficult to receive pay checks-early on payday. However, effective February 26, 1986. Watts.
Bar Construction established a new policy that makes the process much easier for employees to obtain their checks j
early if the need arises by removing the supervisory approval and other conditions previously necessary. This process j
appears to be helping and has reduced the number of complaints in this area. Getting early checks has not been a problem area for other WBN personnel.
3 Conclusion This issue was factually accurate but corrective action was initiated prior to this evaluation.
4.4.2 Issue 71908 - Payroll Information is Improperly Released This issue is based on the concern that personnel in DNC can call the payroll department and request information regarding payroll amounts.
Discussion l
The interview with the WBN payroll supervisor-DNC clearly J
indicated that this was not the case. Payroll personnel are I
Very careful as to what information they release and to whom they provide the information. In addition, effective June l
1986 the payroll ledger sheets are no longer being sent to l
the sites or other offices / divisions.
Conclusion 1
This issue was not verified as factually accurate.
4.4.3 Issue 71909 - Final Compensation Should Be Paid On Last Workday The CIs contend that TVA should have checks ready for laid off employees on the last day of their work for all the money owed to them.
i 0
-.___.____._______-m___.m__-
e TVA EMPLOYEE CONCERNS REPORT NUMBER: 71900 SPECIAL PROGRAM EEVISION NUMBER:
5 PAGE 20 0F 22
)
Discussion After employees leave TVA, regardless of the reason (e.g.,
resignation, lay off, etc.), it takes three to four weeks for employees to get all the money (annual leave, severance pay, etc.) owed to them. The comptroller's office is making every effort to stay within this three-to four-week timeframe, and it appears they are doing so.
If there is a delay, however, in.the comptroller's office receiving the appropriate paperwork from the site or division personnel office, it could then possibly take longer than the three to four weeks.
Conclusion The issue can not be verified as factual. It is correct that
-total final compensation is not available on the last workday, but no promise of immediate payment was ever made and no simple corrective action can be identified, J
4.5 Miscellaneous pay Concerns l
Sixteen concerns in this subcategory contained insufficient I
information to allow further investigation. Therefore, the accuracy of these concerns could not be verified.
i For example, one concern indicated that the employee's last pay check was shorted three hours because of an error in attendance l
records. With6ut the specifics of this case there is no way to l
determine the validity of this concern.
There were two concerns from Construction employees on checkout time. The General Aareement H-XVIII " Daily Work Schedule, on Construction Projects" dictates when employees are to check out for lunch, end of work, etc. It states, " employees are to remain at work until the whistle blows at the start of the lunch period or end of the shift." For an employee to violate this would be considered an unauthorized absence from his work area and his time could be docked accordingly. One concern indicated the employee was only 30 l
seconds early for checkout time but was docked 1/2 hour's pay. An employee's time can only be adjusted in half-hour increments. There was no way to determine how early the employee reported for checkout, but the employee did acknowledge on the K-form reporting for checkout early; therefore, it would have been according to the procedure to dock the person's pay 1/2 hour.
-TVA EMPLOYEE CONCERNS REPORT NUMBER:
71900 SPECIAL PROGRAN j
REVISION NUMBER:. 5 g
PAGE 21 0F 22 1
5.0 COLLECTIVE SIGNIFICANCE
~
Pay issues account for less than.one percent of.the' total number of concerns being dealt with by the Employee Concerns Special Program.' Of the 66 concerns, only 18 came close to saying that TVA employees were not paid enough. And even here the worries were about how TVA pay compared-with pay for similar jobs at other utilities and about whether TVA pay raises were keeping up with inflation.
Few people ever feel they are paid enough,'but low pay is not a burning issue among most ONP-Salary Policy employees.
However, management's handling of merit pay does constitute a problem:
employees do not perceive' management as applying consistent, objective standards in awarding merit pay. The dismal state of. merit award documentation in the ONP (and the whole of TVA, for that matter) suggests, at the least, a loss of management control, and at the worst.
.f' makes charges of blatant favoritism in merit pay distribution hard to refute.
6.0 CAUSE i
l 6.1 Lack of Informal Complaint Process at WBN and BFN H
I Personnel officers at both sites were unaware that establishment-of an informal complaint process for the Salary Policy Merit Plan was a requirement as outlined-in TVA Instruction: Pay-Salary
)
l Policy Represented Employees.
6.2 Faulty Documentation and Vague Criteria for Merit Plan The failure to adequately document why someone is awarded merit pay, like the failure to clearly explain how merit will be determined, can be traced to inadequate (or nonexistent) managerial training on these management tasks and insufficient higher level review.
7.0 CORRECTIVE ACTION 7.1 Previously Initiated Corrective Action All ONP managers and supervisors are now required to complete a 40-hour managerial skills course called General Supervisory Training on~ Policies, Procedures,'and Practices. One-segment of this course, and of the Supervisor's Handbook that goes with the course, is Managing Individual Performance.
1
TVA EMPLOYEE CONCERNS-REPORT NUMBER:
71900 SPECIAL PROGRAM RFYISION NUMBER:
5 PAGE 22 0F 22 I-This segment trains managers on the six responsibilities in i
managing performance:
(1) assign work and consnunicate performance
)
expectation, (2) continually and informally appraise performance, (3) informally feed back the performance appraisal, (4) use progressive procedures for correcting performance problems, (5) r -mally appraise performance, (6) award meritorious performance.
e
.In the award meritorious performance portion of the training, it bfarms them of the philosophy and proper administration of the Salary P. icy Merit Pay Plan.
j Watts Bar Construction established a new policy that makes it much easier for employees to obtain their checks early if need arises by removing the supervisory approval and other conditions previously necessary.
7.2 Corrective Actlon as a Result of This Evaluation Nuclear Personpl.% K l'5 i s5 W instruct l on I
182[83E'.hnt requiring thosei:siites2to?edst$,
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procedure. Th4 instru.ctio g i be incorporated into a Nuclear Personnel Starklard.
(
JNPS-01)
[ //,, g An annut.1 sur y wuA ou uvuuuww.u wi.ml m f m..... 1 Lf f a supporting documentation for merit award recipients in each division and staff. The results of the survey will be forwarded to the Manager of Nuclear Power, who will assess those results and require corrective action from division directors / staff managers where necessary to ensure adequate merit award documentation. The transmittal memor'ad"
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fairlyadministerI.dmdfiYpaypl' ail.a r
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8.0 ATTACHMENTS Attachment A. Subcategory Summary Table Attachment B List of Concerns by Element Attachment C. Salary Data Attachment D Salary Data
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E
ATTACHMENT B PAY List of Concerns by Element / Issue This Subcategory Report (71900) addresses ten issues raised by 66 employee concerns about pay.
Salary Policy Merit Pay Plan 71901 Favoritism In Merit Pay Awards-IN-85-047-001 IN-86-016-001 IN-85-386-001 IN-86-035-002 IN-85-419-001 IN-86-234-004 l
IN-85-431-001 FH-85-024-003 IN-85-549-002 SQP-85-002-001 IN-85-863-001 WBP-86-012-001 IN-85-964-004 WI-85-046-010-l l
71902 - Merit Plan Funding BLNONPECOS IN-86-067-001 71903 - Merit Award Criteria Unclear IN-86-209-007 71904 - Merit Awards Not Grievable IN-85-995-004 l
TVA Salary Comparability 71905 - TVA Salaries Not Comparable to Outside Salaries BPM-86-005-001 IN-85-732-001 BFN-86-006-001 IN-85-738-002 BFM 86-008-001 IN-85-764-001 EX-85-024-001 IN-85-775-001 IN-8 5 -113-002 IN-85-906-003 IN-85-333-002 IN-86-058-001 IN-85-?44-001 IN-86-235-001 IN-85-418-001 IN-86-242-001
~
IN-85-549-004 WBN-0250 Page 1 ef 2 l
t ATTACHMENT B (centinusd)
Management Pay Plan 71906 - Management Salaries and Bonuses BLNONPEC003 IN-85-680-003 IN-85-542-002 IN-86-038-001 Pay and Distribution Policies 71907 - Difficulty Getting Check Early-1 IN-85-596-002 PH-85-003-015 IN-85-716-001 WI-85-006-001 IN-86-020-003 WI-85-009-001 71908 - Payroll Information Improperly Released IN-86-278-003 1
71909 - Final Compensation Should Be Paid on Last Workday EX-85-065-001 WBP-85-005-003 WI-85-103-001 Miscellaneous Concerns 71910 - Concerns With Insufficient Information to Evaluate EX-85-017-001 IN-86-267-005 1
l EX-85-079-001 SQM-86-004-015 I
EX-85-080-002 SQM-86-007-001 EX-85-193-002 WBP-85-005-005 i
IN-85-531-001 WBP-86-013-001 IN-85-785-007 WBP-86-013-006 IN-85-972-001 XX-85-076-001 IN-86-057-001 XX-85-076-002 l
Page 2 of 2
v-4 1
ATTACHMENT C SURVEY EXTRACT ANNUAL RATES Electrical Engineer Min Max Level 3 - United States
$29,100
$43,400 Level 3 - Southeast 28,000 42,100 SC TVA rate eff. 9/29/86 30,600 43,400 Mechanical Engineer Min gar Level 3 - United States
$28,800
$42,800 Level 3 - Southeast 27,800 41,700 SC TVA rate eff. 9/29/86 30,600 43,400 Budget Analyst (Officer)
Min Mgr Level 3 - United. States
$27,100
$41,200
)'
Level 3 - Southeast 23,500 37,000 SA TVA 25,500 37,100 Drafter Min Max United States
$19,200
$27,500 Southeast 17,300 24,900 f
l Source: Executive Compensation Source Professional & Scientific Personnel Report 1986/87 edition.
A w
1 ATTACHMENT D Health Physics Technicians. - Utilities 5
ELL N
Survey Data
$26.676
$31.500 TVA SE-5 28,6101 30.4002 3
Health Physics Technicians - Non Utilities 512 Kal Survey Data
$19.872
$27.372 TVA-28,610 30,400 Source: Oak Ridge Associate Universities 1986 Salary Survey.
1 SE-5. Step 6 rate 2
SE-5. Step 8 rate i
I J
l 1
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